From Zero to One Hundred: The Disruption of Short-Term Synergy

By Maria Forbes
April 11, 2019

From Zero to One Hundred
Short Term Synergy is disruptive to a Growth Plan
We are inspired when a client learns the impact of team efforts on sustainable growth, and engages the team in executing the plan.  When your annual growth plan incorporates unique talents, the outcome meets the growth goal, and leverages capability, forming a basis for ongoing growth.  A proper growth plan should integrate what you will accomplish, with how you will get the entire organization engaged in the goal.  The growth plan should communicate actionable short term initiatives that are achievable within the year, and a long term strategies that will shift organizational performance over time.  When a growth plan engages talent around actionable goals and objectives, the team envisions how they can contribute, instead of being told, and this is where innovation is incubated.  Engaging your team in achieving the plan is as as important to a successful outcome as operational and marketing and other business components.
Avoid zooming forward too fast to sustain the pace!
Formulating a growth plan builds on the successes of the current year and defines a continuum of progress.  While many of our clients carve out time in Q4 each year to review successes and plan for a New Year, we encourage quarterly Progress Checks, to analyze what progress has occurred all year.  We can capture untapped or misaligned team efforts and realign contributions in advance of year end.  A good strategic plan begins with well defined personal roles necessary to execute; a strategic role should steward progress and provoke contributions exponentially, as collaborators rally ongoing participation.  This does not necessarily require a role description rewrite, but we are suggesting you take a fresh look each year, to ensure specific individual efforts that are in direct alignment with growth plan objectives.
Firing up team energy in quarterly spurts is disruptive to growth plan momentum.
People need a long term contribution to be visible, and they need the freedom to engage their creative energy toward the organizational goal.  When leaders commit to aligning people strengths with organizational growth, positive results happen naturally, as their people are engaged beyond knowledge and skills and daily responsibilities.  The integrated approach of human capital strengths as part of the plan asks team members to exercise their natural creative abilities and to make a unique contribution. It seems natural because it is, and therefore individuals act on goals with ease, they have a knack for the type of effort they are asked to perform.  Fully engaged in the growth plan, members playing to their strengths seek more of this type of work and they have the stamina to perform long term.  To line up the players by the combination of knowledge, skill and instinctive method of operation, you have to look beyond titles and regular demands of a role. You have to merge capability with growth as a driver to maximizing team innovations.
You can’t go from zero to one hundred in one year, but you can make progress happen progressively faster with continual development of people and process. Over time the merger of human strengths with operational efficiency becomes a super fuel for accomplishing a growth plan.  Successful clients are paying close attention to this alignment and feeling satisfied with incremental increases in the speed of their progress toward meeting their goals.

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